12. Long term
Vision
Shareholder value
Value
proposition
Value chain
Organization
capital
Human
capital
Information
capital
Internal Customer Financial
Learning
& growth
12 Corporate culture_Dec., 2014
14. “a pattern of shared basic
assumptions that was
learned by a group as it solved
its problems of external
adaptation and internal
integration, that has worked
well enough to be considered
valid and, therefore, to be
taught to new members as the
correct way to perceive, think,
and feel in relation to those
problems”
Edgar H. Schein
14 Corporate culture_Dec., 2014
20. “what keeps me awake at
night are the intangibles. It’s
the intangibles that are the
hardest thing for a
competitor to imitate, so my
biggest fear is that we lose
the culture, the spirit. If we
ever do lose that, we will
have lost our most important
competitive asset.” Gary C. Kelly
Southwest Airlines, CEO
20 Corporate culture_Dec., 2014
21. Right decisions
Appropriatebehaviors
Deal with work
Speed and efficiency
organization's receptiveness to change
attitudes of outside stakeholders
21 Corporate culture_Dec., 2014
26. Circumstances
Stakeholder expectations
The demographics of the organization
The organization’s objectives
New technologies
Negative outcomes
26 Corporate culture_Dec., 2014
43. Walid Saafan
Eng., DBA (cand.),
SFO, XPP, BSC Certified professional
Head of Strategy and Corporate Development
Walid.saafan@gmail.com
eg.linkedin.com/in/walidsaafan
+20 111 333 4161
43 Corporate culture_Dec., 2014
44. References
“What is Strategy”,
Michael E. Porter – Harvard Business Review Product no. 4134.
The global innovation 1000 “Why Culture Is Key”
Strategy+Business, Issue 65 Winter 2011.
Organizational Culture – Why Does It Matter
Kenneth Desson, Joseph Clouthier - November 3, 2010
Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?
Jay B. Barney, The Academy of Management Review, Volume 11, Issue 3 (Jul., 1986), 656-665
“Culture Eats Strategy for Breakfast.”
Miles Anthony Smith
44 Corporate culture_Dec., 2014